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題名 在地創業歷程與關鍵要素之探究
Exploring The Local Entrepreneurial Process and Key Elements作者 陳參騰
Chen, San Teng貢獻者 鄭至甫
Jeng, Jyh Fu
陳參騰
Chen, San Teng關鍵詞 在地創業
社會創業
創業歷程
Timmons Model
Local Entrepreneurship
Social Entrepreneurship
Timmons Model
Entrepreneurial Process日期 2015 上傳時間 2-Nov-2015 15:01:03 (UTC+8) 摘要 近年來，台灣對地方文化的認同與地方文化意識高漲，青年回鄉創業，例如各類巷弄創業與咖啡店，而台灣各地傳統農村也正好遭遇到人口老化、外移等相同之問題；也因此，有一部分創業者選擇在地創業的方式，同時兼顧「社會創業」、「社會企業」的理念與精神，但重點是擺在解決地方問題，協助地方發展，共同的特色就是會大量整合在地資源，因此本研究欲探究在地創業家是如何走過在地創業的歷程，如何整合在地資源使之達到平衡，提供有志返鄉之在地創業者參考。本研究採個案分析法，選擇多個案分析，共有「老寮hostel」、「大山北月」、「天空的院子與小鎮文創」三個研究個案，除了先從個案的創業歷程觀察，也試著從Timmons Model 創業三要素「機會」、「團隊」、「資源」三者的動態變化，以及內外部的資源分析與串聯，和個案公司擁有的獨特性與競爭優勢來建立核心資源，探討在地創業從無到有，資源不斷交互影響，壯大企業本身之發展過程。在研究的結果中，我們發現在地創業家從認知到挖掘創業機會、到發現機會皆從自身經驗出發，因此易受自身經驗影響而不同。而在地創業家一定會有自身堅持之理念，但為了解決地方問題與推維持穩定收入常會陷入兩難。另外在地創業家自身擁有的資源一開始容易不足，創業家也會認知到此點，因此會積極在社會關係及社經資料蒐集與調查上，以利未來企業發展與資源串聯，使創業三要素能達成穩定平衡。我們也針對這些研究發現與結論給出實務上的建議，除了取得創業三要素與外部資源互動之平衡，這是必須要做好之基本功外。也最好能在不偏離在地創業理念之前提下，專心在本身的核心能耐和事業上，善用可掌握之外部資源去發揮最大效益，通常就對地方發展產生正向影響。
In the recent years, perceptions of local cultural identity and awareness garner significant attention in Taiwan. That is, a variety of entrepreneurial activities in domestic neighborhoods appeared. Taken into consideration issues of aging population and labor force immigration in the countryside, a number of entrepreneurs have adopted the notion of “social entrepreneurship” and “social enterprise,” with emphases on solutions to local struggles and assistance to local development when starting up their businesses. A common feature for such operation is the substantial integration on local resources; thus, this study is anticipated to dig into local entrepreneurial processes and the balances achieved under integrations of local resources. Meanwhile, this study may also be seen as a guidance for future entrepreneurs in developing their businesses locally.In compliance with the case study method, “Mountain Lodge,” “Big Hill North Moon” and “El Patio Del Cielo” are the three research cases selected for this study. To analyze the cases, this study adopts the framework of the Timmons Model, namely the three elements – opportunity, team, and resource – and the dynamics among them, along with internal and external resource analyses and connections. Furthermore, this study underscores the uniqueness and competitive advantage, combination and interaction of internal and external resources of the research cases in developing core competence from scratch to the current stage.This study concludes with the finding that recognitions and explorations of business opportunities derive mostly and mainly from the personal experience of local entrepreneurs, which varies greatly for one and another. Generally speaking, local entrepreneurs tend to be determined as to their beliefs, however, they may be in a dilemma when trying to strike a balance between resolving local issues and maintaining a stable cash flow. Moreover, entrepreneurs, at early stage, often encounter lack of resources. Being aware of such situation, entrepreneurs tend to involve actively in networking and relevant social and economic insight gatherings to facilitate future business development and resource connection, of which, eventually, the dynamic relationship among the three elements of entrepreneurship shall be in a stable equilibrium.In addition to the findings and conclusions, this study propose a number of practical suggestions. Besides balancing the three elements of the entrepreneurial interactions with external resources, local entrepreneurs are recommended not to depart from the premise of their entrepreneurial concept. Local entrepreneurs should focus mainly on core competence and business operation, and make the best use of external resources in maximizing the outcome. By doing so, positive impacts on local development should be anticipated.參考文獻 壹、英文文獻Alvord, S. H., Brown, L. D., & Letts, C. W. (2004). Social Entrepreneurship and Societal Transformation An Exploratory Study. The journal of applied behavioral science, 40(3), 260-282.Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of management, 17(1), 99-120.Blank, S. (2013). Why the Lean Start-up Changes Everything. Harvard Business Review, 91(5), 51-59.Christensen, C. M., Baumann, H., Ruggles, R., & Sadtler, T. M. (2006). Disruptive innovation for social change. Harvard business review, 84(12), 94.Christian, B, P-A. Julien (2000). Defining the field of research in entrepreneurship, Journal of Business Review, 16,165-180.Dees, J. G. (2001). The Meaning of Social Entrepreneurship, Kansas, Ka: Kauffman Foundation. Grant, R.M.(1991). The Resource-Rased Theory of Competitive Advantage : Implications for Strategy Formulation, California Management Review, 33(3), 114-135. Hillary, G. (1955). Definitions of Community: Areas of Agreement. Rural Sociology, 20(2) , 111-123. Herbert, T. T. (1976). Dimensions of organizational behavior. New York: Collier Macmillan.Johannisson, B & Lindholm Dahlstrand, Å. (2009). ”Bridging the Functional and Territorial Rationales – Proposing and Integrating Framework for Regional Dynamics”. European Planning Studies, 17(8): 1117-1134.Katzenback, J. R. and Smith, D. K. (1993). The wisdom of teams: Creating the high performance organization. New York: Happer Collins.Maslow, A.H. (1943). A Theory of Human Motivation. Psychological Review, 50, 370-396.Mair, J. & Marti, I. (2006). Social Entrepreneurship Research: A Source of Explanation, Prediction, and Delight, Journal of World Business, Vol.41, 36-44.Martin, R. L., & Osberg, S. (2007). 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Reclaiming the Space of Entrepreneurship in Society: Geographical, Discursive and Social Dimensions, Entrepreneurship and Regional Development, Vol.16, 179–196.Steyaert, C.(2007). Entrepreneuring as a conceptual attractor? A review of process theories in 20 years of entrepreneurship studies, Entrepreneurship & Regional Development, Vol.19, 453-477.Tonnies, F. (1887), Gemeinschaft und Gesellschaft, translation, Loomis C.P., East Lansing, Michigan State University.Timmons, J. A. (1985). New venture creation: Tata McGraw-Hill Education.Timmons, J. A. & Spinelli, S. (1994). New venture creation: Entrepreneurship for the 21st century (Vol. 4): Irwin Boston.Timmons, J.A. (1999). New Venture Creation, 5 ed., Singapore: McGraw-Hill. Teece, D. J., G. Pisano, and A. Shuen (1997). Dynamiccapabilities and strategicmanagement, Strategic Management Journal, 18(7), 509-533.Wernerfelt, B. (1984). A resource based view of the firm. Strategic Management Journal, 5(2), 171-180.Walker, R. 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國立政治大學
科技管理與智慧財產研究所
102364128資料來源 http://thesis.lib.nccu.edu.tw/record/#G1023641281 資料類型 thesis dc.contributor.advisor 鄭至甫 zh_TW dc.contributor.advisor Jeng, Jyh Fu en_US dc.contributor.author (Authors) 陳參騰 zh_TW dc.contributor.author (Authors) Chen, San Teng en_US dc.creator (作者) 陳參騰 zh_TW dc.creator (作者) Chen, San Teng en_US dc.date (日期) 2015 en_US dc.date.accessioned 2-Nov-2015 15:01:03 (UTC+8) - dc.date.available 2-Nov-2015 15:01:03 (UTC+8) - dc.date.issued (上傳時間) 2-Nov-2015 15:01:03 (UTC+8) - dc.identifier (Other Identifiers) G1023641281 en_US dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/79260 - dc.description (描述) 碩士 zh_TW dc.description (描述) 國立政治大學 zh_TW dc.description (描述) 科技管理與智慧財產研究所 zh_TW dc.description (描述) 102364128 zh_TW dc.description.abstract (摘要) 近年來，台灣對地方文化的認同與地方文化意識高漲，青年回鄉創業，例如各類巷弄創業與咖啡店，而台灣各地傳統農村也正好遭遇到人口老化、外移等相同之問題；也因此，有一部分創業者選擇在地創業的方式，同時兼顧「社會創業」、「社會企業」的理念與精神，但重點是擺在解決地方問題，協助地方發展，共同的特色就是會大量整合在地資源，因此本研究欲探究在地創業家是如何走過在地創業的歷程，如何整合在地資源使之達到平衡，提供有志返鄉之在地創業者參考。本研究採個案分析法，選擇多個案分析，共有「老寮hostel」、「大山北月」、「天空的院子與小鎮文創」三個研究個案，除了先從個案的創業歷程觀察，也試著從Timmons Model 創業三要素「機會」、「團隊」、「資源」三者的動態變化，以及內外部的資源分析與串聯，和個案公司擁有的獨特性與競爭優勢來建立核心資源，探討在地創業從無到有，資源不斷交互影響，壯大企業本身之發展過程。在研究的結果中，我們發現在地創業家從認知到挖掘創業機會、到發現機會皆從自身經驗出發，因此易受自身經驗影響而不同。而在地創業家一定會有自身堅持之理念，但為了解決地方問題與推維持穩定收入常會陷入兩難。另外在地創業家自身擁有的資源一開始容易不足，創業家也會認知到此點，因此會積極在社會關係及社經資料蒐集與調查上，以利未來企業發展與資源串聯，使創業三要素能達成穩定平衡。我們也針對這些研究發現與結論給出實務上的建議，除了取得創業三要素與外部資源互動之平衡，這是必須要做好之基本功外。也最好能在不偏離在地創業理念之前提下，專心在本身的核心能耐和事業上，善用可掌握之外部資源去發揮最大效益，通常就對地方發展產生正向影響。 zh_TW dc.description.abstract (摘要) In the recent years, perceptions of local cultural identity and awareness garner significant attention in Taiwan. That is, a variety of entrepreneurial activities in domestic neighborhoods appeared. Taken into consideration issues of aging population and labor force immigration in the countryside, a number of entrepreneurs have adopted the notion of “social entrepreneurship” and “social enterprise,” with emphases on solutions to local struggles and assistance to local development when starting up their businesses. A common feature for such operation is the substantial integration on local resources; thus, this study is anticipated to dig into local entrepreneurial processes and the balances achieved under integrations of local resources. Meanwhile, this study may also be seen as a guidance for future entrepreneurs in developing their businesses locally.In compliance with the case study method, “Mountain Lodge,” “Big Hill North Moon” and “El Patio Del Cielo” are the three research cases selected for this study. To analyze the cases, this study adopts the framework of the Timmons Model, namely the three elements – opportunity, team, and resource – and the dynamics among them, along with internal and external resource analyses and connections. Furthermore, this study underscores the uniqueness and competitive advantage, combination and interaction of internal and external resources of the research cases in developing core competence from scratch to the current stage.This study concludes with the finding that recognitions and explorations of business opportunities derive mostly and mainly from the personal experience of local entrepreneurs, which varies greatly for one and another. Generally speaking, local entrepreneurs tend to be determined as to their beliefs, however, they may be in a dilemma when trying to strike a balance between resolving local issues and maintaining a stable cash flow. Moreover, entrepreneurs, at early stage, often encounter lack of resources. Being aware of such situation, entrepreneurs tend to involve actively in networking and relevant social and economic insight gatherings to facilitate future business development and resource connection, of which, eventually, the dynamic relationship among the three elements of entrepreneurship shall be in a stable equilibrium.In addition to the findings and conclusions, this study propose a number of practical suggestions. Besides balancing the three elements of the entrepreneurial interactions with external resources, local entrepreneurs are recommended not to depart from the premise of their entrepreneurial concept. Local entrepreneurs should focus mainly on core competence and business operation, and make the best use of external resources in maximizing the outcome. By doing so, positive impacts on local development should be anticipated. en_US dc.description.tableofcontents 中文摘要 III英文摘要 IV目錄 V表目錄 VIII圖目錄 IX第一章、緒論 1第一節、研究背景 1第二節、研究動機 4第三節、研究目的與問題 6第四節、研究流程 8第二章、文獻探討 9第一節、 社會創新與社會創業 9壹、 創業動機與創業精神 9貳、 社會創新 10參、 社會創業 10第二節、在地創業與社區發展 11壹、 在地創業 11貳、社區互動性 13參、農業產業鏈與體驗經濟 14第三節、 創業機會、團隊與資源 15壹、創業歷程 15貳、Timmon’ s Model 16參、Christian’s Model 17肆、創業機會 17伍、創業團隊 18陸、創業資源 19第三章、研究方法 22第一節、研究架構 22第二節、研究設計與工具 23第四章、研究個案分析 27第一節、 老寮Hostel 27壹、 個案介紹 27貳、 創業歷程 28參、 創業三要素之動態關係 32肆、 內部與外部資源分析 38伍、 在地創業對地方之影響 40第二節、 大山北月 42壹、 個案介紹 42貳、 創業歷程 43參、 創業三要素之動態關係 47肆、 內部與外部資源分析 54伍、 在地創業對地方之影響 56第三節、 天空的院子與小鎮文創 58壹、 個案介紹 58貳、 創業歷程 59參、 創業三要素之動態關係 63肆、 內部與外部資源分析 71伍、 在地創業對地方之影響 73第五章、研究發現與討論 76第一節、 跨個案整理與比較 76第二節、 創業三要素的動態關係 80第三節、 在地創業內外部資源分析 81第四節、 在地創業對地方之影響 82第六章、結論與建議 84第一節、 研究結論 84第二節、 實務建議 86第三節、 研究限制 91第四節、 後續研究建議 92參考文獻 93 zh_TW dc.format.extent 1505680 bytes - dc.format.mimetype application/pdf - dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G1023641281 en_US dc.subject (關鍵詞) 在地創業 zh_TW dc.subject (關鍵詞) 社會創業 zh_TW dc.subject (關鍵詞) 創業歷程 zh_TW dc.subject (關鍵詞) Timmons Model zh_TW dc.subject (關鍵詞) Local Entrepreneurship en_US dc.subject (關鍵詞) Social Entrepreneurship en_US dc.subject (關鍵詞) Timmons Model en_US dc.subject (關鍵詞) Entrepreneurial Process en_US dc.title (題名) 在地創業歷程與關鍵要素之探究 zh_TW dc.title (題名) Exploring The Local Entrepreneurial Process and Key Elements en_US dc.type (資料類型) thesis en dc.relation.reference (參考文獻) 壹、英文文獻Alvord, S. H., Brown, L. D., & Letts, C. W. (2004). Social Entrepreneurship and Societal Transformation An Exploratory Study. The journal of applied behavioral science, 40(3), 260-282.Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of management, 17(1), 99-120.Blank, S. (2013). Why the Lean Start-up Changes Everything. Harvard Business Review, 91(5), 51-59.Christensen, C. M., Baumann, H., Ruggles, R., & Sadtler, T. M. (2006). Disruptive innovation for social change. Harvard business review, 84(12), 94.Christian, B, P-A. Julien (2000). Defining the field of research in entrepreneurship, Journal of Business Review, 16,165-180.Dees, J. G. (2001). The Meaning of Social Entrepreneurship, Kansas, Ka: Kauffman Foundation. Grant, R.M.(1991). The Resource-Rased Theory of Competitive Advantage : Implications for Strategy Formulation, California Management Review, 33(3), 114-135. Hillary, G. (1955). Definitions of Community: Areas of Agreement. 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